dc.description.abstract | This study is based on Software Metrics and the Software Process Improvement (SPI), and the role that metrics play
inprocess improvement. The software improvement process can be viewed from the perspective of either improving
the software development process or improving the software acquisition process. Since most organizations in Kenya
are involvement in the acquisition of software from software resellers, then the research focused on how software
acquirers can improve the software acquisition process. The aim of the research was to determine how organizations
can improve the quality of the software delivered to them by the software suppliers.
In undertaking this research, different SPI models were discussed. Of particular importance were software
acquisition models namely the Capability Maturity Model for Acquisition (CMMI-ACQ), the Euromethod, Generic
Acquisition Reference Process (GARP) and the SPI. The study narrowed to a variant of the CMMI-ACQ model
called the Lean CMMI that was adapted for GM by Hoffman and Yeldin (Hoffman & Yeldin 2002). Lean CMMI is
suitable for smaller organizations and this justified why it was identified for use.
The main premise behind this study is that by improving the software acquisition process, then it is envisaged that
the final software delivered for the organization will have higher quality. The most important factors considered by
the acquirer and supplier organization in the acquisition process are called contractual touch-points. These
contractual touch-points are the ones that form the basis of the questionnaire for gathering the data used in the
research.
The research found out that organizations requesting software to be used in their organization want a number of
factors considered. These broadly fall under quality issues in acquirer organization, quality issues in supplier
organization, project ownership and management, contract solicitation factors, requirements definition and
specification, system development and controls, contract tracking and oversight, system acceptance and transition
management. | en |